Crisis Standards of Care A Toolkit for Indicators and Triggers (2013) / Chapter Skim
Currently Skimming:
4: Toolkit Part 2: Emergency Management
4: Toolkit Part 2: Emergency Management
Pages 93-104
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 93... ...
sector during a major disaster or incident via • Facilitation of incident management process (including planning and operational cycles) and devel opment of jurisdictional incident action plans; • Public information and risk communication coordination ( Joint Information System)
|
From page 94... ...
Pre-event planning specific to the role emergency management will play and the responsibilities of public health, hospitals, health care coalitions, and EMS agencies in various scenarios is critical to successful response. Lead agency designation and who represents the interests of the key ESF-8 stakeholders at the jurisdictional emergency operations center (EOC)
|
From page 95... ...
• Jurisdictional EMS entities (public and private) , including key medical direction personnel for each discipline; • Jurisdictional fire/rescue; • Local public health;2 • Hospitals/health care coalition(s)
|
From page 96... ...
11. Does the jurisdiction have an active health care coalition that coordinates the medical aspects of incident response, and how can emergency management maximize these coordination resources?
|
From page 97... ...
Decision-Support Tool: Example Table The indicators, triggers, and tactics shown in Table 4-1 are examples to help promote discussion and provide a sense of the level of detail and concreteness that is needed to develop useful indicators and triggers for a specific organization/agency/jurisdiction; they are not intended to be exhaustive or universally applicable. Prompted by discussion of the key questions above, discussion participants should fill out a blank table, focusing on key system indicators and triggers that will drive actions in their own organizations, agencies, and jurisdictions.
|
From page 98... ...
In all cases, but particularly in the absence of bright lines, decisions may need to be made to anticipate upcoming problems and the implementation of tactics and to lean forward by implementing certain tactics before reaching the bright line or when no such line exists. These decision points vary according to the situation and are based on analysis of multiple inputs, recommendations, and, in certain circumstances, previous experience.
|
From page 99... ...
ESF-8 planning/response driven by Tactics: have been activated surveillance data -- e.g., dispensing site • Create demobilization plan for operations Tactics: or alternate care site security, volunteer and systems monitoring • Activate incident planning process and staffing, transportation • Provide support for documentation of communicate with key stakeholders • Determine the level of service the surveillance data, their use, and archiving • Establish operational periods and agency will be able to provide communication expectations • Coordinate information and response • Communicate situation report to local posture to state EOC EOC • Begin developing Common Operating Picture (COP) process Surveillance Indicators: Indicators: Indicators: data (Scenario 2: • Media reports of incident • Media broadcasts of catastrophic event • NWS forecasts No-notice)
|
From page 100... ...
to • EMS staff at risk of violence on scene • Close specific sites and restrict hours of maintain their health and safety due to disaster triage protocols operation • Staff rosters should be referenced and Tactics: • Augmented and contracted staff can be calls to off-duty staff made for potential • Staff assigned to nontraditional roles released activation • Staff augmented from nontraditional • Reduce staff hours and plan threshold for • Mutual aid partners queried for sources site closures additional staff if conditions persist or • Volunteer processing/vetting center resources become increasingly scarce initiated • Coordinate personnel needs with ESF-8 • Law enforcement support for EMS partners and determine best source responders (local, regional, state, federal) • Logistic support for any personnel • Initiate just-in-time or cross-training brought into area through Emergency educational programs and protocols Management Assistance Compact for qualified or eligible personnel to fill staffing gaps
|
From page 101... ...
out of service communications support for individuals • Emergency resources brought in to on home quarantine (assistance with address infrastructure needs and meals, hotline) shortages • Request the dispatch or activation of mobile hospitals from their agent/ agency of authority and provide any regulatory relief that they or traditional health care facilities may need • Provide regulatory relief for EMS to allow them to reconfigure crews and not respond to all calls according to emergency plans Supplies Indicators: Indicators: Indicators: • Vendor reports problem with supply/ • Shortage of equipment and supplies • Inventory needs become matched to delivery • Transportation resources unavailable inventory available • Supply consumption/use rates • Continued requests for mass fatality • Procurement and delivery systems have unsustainable resources as capacity is exceeded returned to pre-event status Triggers: Crisis triggers: Triggers: • Medication/vaccine supply limited • Shortage of critical equipment and • Supply needs can be met through usual • Consumption rates of personal supplies channels/adequate supply available protective equipment unsustainable Tactics: Tactics: • Vendor shortages impact ability to • Emergency powers considered to co- • Return co-opted supplies provide normal resources opt selected supplies • Track return and invoicing of leased/ • Requests for refrigerated trucks • Facilitate non-standard delivery (e.g., loaned supplies to expand temporary storage of via boat, snowmobile, etc.)
|
From page 102... ...
Discussions should consider the benefits of anticipating the implemen tation of tactics, and of leaning forward to implement certain tactics in advance of a bright line or when no such line exists. • The example table may be consulted to promote discussion and to provide a sense of the level of detail and concreteness that is needed to develop useful indicators and triggers for a specific organization/agency/jurisdiction.
|
From page 103... ...
Scope and Event Type: __________________________________ Indicator Category Contingency Crisis Return Toward Conventional Surveillance data Indicators: Indicators: Indicators: Triggers: Crisis triggers: Triggers: Tactics: Tactics: Tactics: Communications and Indicators: Indicators: Indicators: community infrastructure Triggers: Crisis triggers: Triggers: Tactics: Tactics: Tactics: Staff Indicators: Indicators: Indicators: Triggers: Crisis triggers: Triggers: Tactics: Tactics: Tactics: Space/infrastructure Indicators: Indicators: Indicators: Triggers: Crisis triggers: Triggers: Tactics: Tactics: Tactics: Supplies Indicators: Indicators: Indicators: Triggers: Crisis triggers: Triggers: Tactics: Tactics: Tactics: Other categories Indicators: Indicators: Indicators: Triggers: Crisis triggers: Triggers: Tactics: Tactics: Tactics: 103
|
From page 104... ...
2012. Crisis standards of care: A systems framework for catastrophic disaster response.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.